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• Case | HBS Case Collection | March 2018 (Revised May 2018)

  Yo-Yo Ma and Silkroad

  Rohit Deshpandé, Paul A. Gompers and Scott Duke Kominers

  Silkroad—a cross-cultural music collaboration that world-famous cellist Yo-Yo Ma had spearheaded since 1998, was preparing to celebrate its 20th anniversary. In parallel, Ma was stepping back from his role as the organization’s Artistic Director. Silkroad had come of age, gaining international recognition for its uniquely global music, which blended musical traditions from across the world—especially Asia, the Middle East, Europe, and America. The Ensemble had also forged strong partnerships with universities, local governments, and civic groups and developed an array of outreach programs to help people understand and express themselves through music. Ma was confident that there could be no better time to hand over leadership. But the transition was bittersweet: He felt a deep personal connection both to the Ensemble as a whole and to every one of its performers and staff members. And he wondered how reducing his involvement would affect the organization’s sustainability.

  Keywords: Cultural entrepreneurship; Managing diverse teams; Leadership transitions; Global innovation; nonprofit organizations; music; Cultural Entrepreneurship; Nonprofit Organizations; Music Entertainment; Leadership; Transition;

  Citation:

  Deshpandé, Rohit, Paul A. Gompers, and Scott Duke Kominers. "Yo-Yo Ma and Silkroad." Harvard Business School Case 818-110, March 2018. (Revised May 2018.)  View Details

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• Case | HBS Case Collection | January 2017 (Revised February 2018)

  Godiva Japan: Think Local, Scale Global

  Rohit Deshpandé, Esel Cekin and Akiko Kanno

  This case tracks Jerome Chouchan’s strategies and execution for a successful turnaround of Godiva Japan’s operations, which were experiencing a decline in sales when he became the managing director of the company in 2010. Through various initiatives and innovations, Godiva Japan had targeted a variety of demographic segments in different sales points, acquired new customers, and created a moment of luxurious consumption for all ages. Accordingly, within Godiva’s global enterprise, Godiva Japan had become number two in worldwide sales and number one in profits. It exported made-in-Japan products and concepts to Godiva’s other markets. How could Chouchan keep the momentum and sustain Godiva Japan’s top-line and bottom-line growth going forward? Would he be able to keep the balance between aspirational and accessible? How much of the success in Japan might contribute to the growth of Godiva's global sales?

  Keywords: branding; internationalization; Product; innovation; positioning; customer segmentation; occasion-based segmentation; Execution; Talent; change management; customer-focused strategies; Product Positioning; Globalized Firms and Management; Change Management; Talent and Talent Management; Customer Focus and Relationships; Product; Segmentation; Innovation and Invention; Brands and Branding; Retail Industry; Food and Beverage Industry; Japan;

  Citation:

  Deshpandé, Rohit, Esel Cekin, and Akiko Kanno. "Godiva Japan: Think Local, Scale Global." Harvard Business School Case 517-056, January 2017. (Revised February 2018.)  View Details

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• Case | HBS Case Collection | March 2017 (Revised February 2018)

  Tequila Patrón

  Rohit Deshpandé, Carlos Castellanos Rodríguez, Silvia Cacho-Elizondo, Samantha Rullán and Fernanda Miguel

  Tequila Patrón was one of the most successful tequila marketers in the United States. Patrón needed to grow, and in Mexico, the second largest market for tequila, the brand was perceived as American. What portfolio and branding strategy would best serve Patrón to conquer the Mexican market? Furthermore, what would expanding in Mexico imply for the company’s marketing operations?

  Keywords: Marketing Strategy; Product Positioning; Growth and Development Strategy; Mexico;

  Citation:

  Deshpandé, Rohit, Carlos Castellanos Rodríguez, Silvia Cacho-Elizondo, Samantha Rullán, and Fernanda Miguel. "Tequila Patrón." Harvard Business School Case 517-108, March 2017. (Revised February 2018.)  View Details

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